Livpure recently expanded its water purifier portfolio with a new 2X Power Filter range, designed to extend filter life up to two years and reduce long term maintenance costs. The company says the new filters can handle TDS levels of up to 1500 ppm and purify up to 14,000 litres before replacement.
The launch builds on Livpure’s earlier push into maintenance-free and subscription-led models, signalling a broader attempt to address not just product performance, but affordability and ownership friction in the category.
Cost of ownership over sticker price
Rather than positioning the new range purely around technology, the company is foregrounding economics. The service plan for the 2X Power Filter range is priced at Rs 4,990 every alternate year, aimed at reducing recurring annual servicing expenses that typically accompany traditional purifier ownership. Installation and first year service support are bundled into the offering.
The portfolio includes models such as Pep Pro+, Pep Star Copper and Pep Alkaline for Flipkart; Glo Pro++, Glo Star Copper and Glo Alkaline for Amazon; along with Zeno for general trade channels.
For Rakesh Kaul, Managing Director at Livpure, the product launch reflects a longer evolution in how the company sees its role in Indian homes.
“Wellness was at the core of our philosophy when we launched the brand in 2011–12,” Kaul said in an interaction. “But wellness today is being redefined. It is not just about one appliance. It is about integration, service, automation and how seamlessly the consumer can live with the product.”Water, he argues, was always the anchor category. Over time, however, the company has extended into larger kitchen appliances and other home segments, attempting to frame itself as a broader wellness brand rather than a single product company.
Subscription as structural shift
One of Livpure’s more distinctive bets has been its subscription-based “water as a service” model. In a market where hardware ownership has traditionally been preferred, the company sought to address two structural issues: high upfront cost and recurring maintenance burden.
“Consumers today do not look at product and service in isolation,” Kaul said. “They look at total cost of ownership.”
Under the subscription model, users can install a purifier without upfront capital expenditure and pay a recurring fee that includes servicing, repairs and even relocation support between cities. The company says it now operates the model across 26 cities, with more than four lakh subscribers, largely in the 25 to 38 age bracket, and an increasing share of family users.
From the company’s perspective, subscription also creates continuous engagement. Because water purifiers are used daily, Livpure is integrating AI driven indicators that track filter life and enable predictive service scheduling.
Beyond metro India
Another strategic emphasis has been on tier 2 and tier 3 markets.
While urban centres offer faster returns, Kaul believes smaller cities represent the next growth curve. “India is not a homogeneous market. It is heterogeneous. Customisation is the order of the day,” he said, recalling visits to markets outside major metros where consumption patterns differ sharply from large urban hubs.
The company has invested in exclusive brand outlets in smaller towns, positioning them as experience centres in markets where category penetration remains low. According to Kaul, rising buying power and shifting aspirations in these regions are reshaping demand for products that improve quality of life.
He also points out a structural distribution gap. While India has over 60 crore internet users, only a fraction actively shop online. “We often get consumed by urban conversations,” he said. “But India still resides in offline retail.”
The smart home debate
On the subject of connected homes, Kaul takes a measured stance. While Alexa and Google-enabled integrations are gaining visibility, he believes India remains in the early integration phase.
Fragmented automation, where individual appliances operate in silos, poses a bigger challenge than cost alone. In his view, the future of home automation in India will depend on collaboration between brands across categories rather than isolated smart features layered onto standalone products.
“Eventually the consumer would like to have one integrated ecosystem,” he said. “But we are still building towards that.”
Sustainability as product response
Beyond affordability and integration, water efficiency has emerged as a product priority.
Reverse osmosis systems are often criticised for high water rejection rates. Livpure introduced a high recovery membrane technology that claims to save up to 75 percent of water during purification, exceeding minimum regulatory thresholds. In a country with limited per capita water resources, efficiency improvements are increasingly central to product differentiation.
Kaul frames this as a ground level insight rather than a marketing angle. “When you go to smaller towns and understand real usage patterns, you realise sustainability is not abstract. It is immediate.”
A quieter tech narrative
In contrast to the glamour attached to AI startups and futuristic devices, water purification remains rooted in everyday necessity. Yet the category is undergoing shifts of its own, from subscription economics to predictive servicing and region-specific distribution strategies.
Livpure’s latest launch may not grab attention for flashy innovation, but it reflects a deeper recalibration underway in India’s home appliance market: a move toward durability, predictable costs and localisation in a country that refuses to behave as a single market.
For now, the most consequential consumer tech battle may not be about algorithms. It may simply be about who can deliver safe water, reliably and affordably, to more Indian homes.
